1. © 2005 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie Cook The University of West Alabama t e n t h e d i t i o n Gary Dessler Chapter 6 Part 2 Recruitment and Placement Employee Testing and Selection

2. 6–2 The “Big Five” Personality Dimensions  Extraversion –The nature of being sociable, assertive, active, outgoing and “full of life”. People who are high in extraversion tend to experience positive effects such as energy and zeal.  Emotional stability/neuroticism –The tendency to exhibit poor emotional adjustment and experience negative effects, such as anxiety, insecurity, moodiness and depression (sometimes hostility) without any apparent biological reason  Openness to experience –The nature of being imaginative, nonconforming, unconventional, and autonomous. This trait features characteristics such as imagination and insight, and those high in this trait tend to have a broad range of interests (not fixed and rigid)  Agreeableness –This personality dimension includes attributes such as trust, generosity, kindness, affection, and other prosocial behaviors. The tendency to be trusting, warm, caring, and gentle.  Conscientiousness –The nature of being careful, thorough, and detail-oriented. Considering all aspects before making a decision

3. 6–3 Other types of Tests  Interest inventories –Comparing interests of an employee (such as golfing, watching movies, going to parties, club memberships) with other successful employees in similar occupations to see if there is a match. –If there is a match, employee is probably a good fit for the position –Logic is that people in a certain kind of job have certain kind of interests  Achievement tests –Tests that measure performance (such as written knowledge tests (after a training), skill demonstrations (typing tests etc)

4. 6–4 Work Samples  Work samples –Telling candidates to give a demonstration of the actual work –Ex- for a teacher, take a demo class –For an ad designer, prepare a sample print ad –Also a form of test  Work sampling technique –How work samples are conducted. –First, the work is broken down into separate parts (tasks) –Then, candidate is asked to do each task –Reviewer watches candidate and gives score on each task Ex- Sewing a trouser requires: Taking measurements- 20 secs, Cutting fabric- 40 secs, Attaching string to needle- 10 secs, Actual stitching- 5 mins, Finishing borders- 2 mins Total Time = 8 min 10 secs (compare with actual time taken)

5. © 2005 Prentice Hall Inc. All rights reserved.6–5 Example of a Work Sampling Question Figure 6–6

6. 6–6 Work Simulations  Management assessment centers –A simulation center in which managerial candidates are asked to perform real-life management tasks in hypothetical situations and are scored on their performance. –Usually can last for 2-3 days –Involves around 10-12 candidates  Typical exercises given to candidates include: –The in-basket (administrative time-management exercise) –Leaderless group discussion (Group thinking and decision-making) –Management games (candidates take the role of opposing companies in a marketplace and make decisions) –Individual presentations –Objective tests (personality, mental ability etc) –The interview

7. © 2005 Prentice Hall Inc. All rights reserved.6–7 Work Simulations (cont’d)  Video-Based situational testing –A situational test comprised of several video scenarios shown to the candidate, each followed by a multiple choice question that requires the candidate to choose from among several courses of action. –While the evidence is mixed, the results suggest that video-based situational tests can be useful for selecting employees.

8. Work Simulations (cont’d)  The miniature job training and evaluation approach –Candidates are given training on how to perform a sample of the job’s tasks, and then are evaluated on their performance –Assumes that a person who can learn and perform a sample of the tasks will be able to learn and perform the job itself. –So, learning ability is tested –Ex- a pilot candidate is trained on how to land a plane (only), and then made to perform inside a flight simulator

9. 6–9 Background Investigations and Reference Checks  Extent of investigations and checks –Reference checks (87%) –Background employment checks (69%) –Criminal records (61%) –Driving records (56%) –Credit checks (35%)  Reasons for investigations and checks –To verify factual information provided by applicants on their resume –To uncover damaging information about the candidate (such as a criminal record, addiction record, suspended driver’s license etc)

10. © 2005 Prentice Hall Inc. All rights reserved.6–10 Reference Checking Form Figure 6–7 (Verify that the applicant has provided permission before conducting reference checks) Candidate Name: Reference Name:Company Name: Dates of Employment:(From: and To:) Position(s) Held:Salary History: Reason for Leaving: Explain the reason for your call and verify the above information with the supervisor (including the reason for leaving) 1. Please describe the type of work for which the candidate was responsible. 2. How would you describe the applicant’s relationships with coworkers, subordinates (if applicable), and with superiors? 3. Did the candidate have a positive or negative work attitude? Please elaborate 4. How would you describe the quantity and quality of output generated by the former employee? 5. What were his/her strengths on the job? 6. What were his/her weaknesses on the job? 7. What is your overall assessment of the candidate? 8. Would you recommend him/her for this position? Why or why not? 9. Would this individual be eligible for rehire? Why or why not? Other comments? Source: Society for Human Resource Management, © 2004.

11. © 2005 Prentice Hall Inc. All rights reserved.6–11 Background Investigations and Reference Checks (cont’d)  Sources of information for background checks: –Former employers –Current supervisors –Commercial credit rating companies –Written references (A recommendation letter etc)

12. © 2005 Prentice Hall Inc. All rights reserved.6–12 Background Investigations and Reference Checks (cont’d)  Reference providers’ concerns –Fear of legal reprisal from past employees for defamation (bad mouthing) –Not wanting to damage the applicant’s chances –Helping to get rid of incompetent employees

13. © 2005 Prentice Hall Inc. All rights reserved.6–13 Making Background Checks More Useful  Include on the application form a statement for applicants to sign explicitly authorizing a background check.  Use telephone references if possible.  Be persistent in obtaining information.  Ask open-ended questions to elicit more information from references.  Use references provided by the candidate as a source for other references.

14. 6–14 The Polygraph and Honesty Testing  The polygraph (or lie detector) –A device that measures physiological changes, such as increased heartbeat, sweating, pulse changes etc –The assumption is that such changes reflect changes in emotional state that occurs when someone lies  Employee Polygraph Protection Act of 1988. –Prohibits employers (in most all cases) from conducting polygraph examinations of all job applicants and most employees. –Also prohibited are other mechanical or electrical devices including psychological stress evaluators and voice stress analyzers.

15. © 2005 Prentice Hall Inc. All rights reserved.6–15 Users allowed to use the Polygraph Test  Employers such as: –National defense or security –Nuclear-power (Department of Energy) –Anyone who has access to highly classified information –Counterintelligence (the FBI, CIA or Department of Justice)  Other exceptions –Hiring persons with access to drugs –Criminal investigations involving economic loss or injury to an employer’s business.

16. © 2005 Prentice Hall Inc. All rights reserved.6–16 Paper-and-Pencil Honesty Tests  Paper-and-pencil honesty tests –Psychological tests designed to predict job applicants’ proneness to dishonesty and other forms of counterproductivity. –Measure attitudes regarding things like tolerance of others who steal, acceptance of rationalizations for theft, and admission of theft-related activities.

17. 6–17 Graphology  Graphology (handwriting analysis) –Assumes that a person’s handwriting reflects his or her personality – Graphology’s validity is highly suspect, because it is difficult to prove relation to job performance Source: Reproduced with permission from Kathryn Sackhein, Handwriting Analysis and the Employee Selection Process (New York: Quorum Books, 1990), p. 45. Figure 6–8 Handwriting Example Used by Graphologist

19. © 2005 Prentice Hall Inc. All rights reserved.6–19 Medical Examination  Reasons for pre-employment medical examinations: –To verify that the applicant meets the physical requirements of the position –To discover any medical limitations you should know about the candidate –To reduce absenteeism and accidents –To detect infectious diseases the candidate may be unaware about

20. © 2005 Prentice Hall Inc. All rights reserved.6–20 Substance Abuse Screening Tests  Types of tests –Urine Analysis –Hair follicle testing –Drug tests  When testing is done: –Before formal hiring –After a work accident –Presence of obvious behavioral symptoms –Random or periodic basis –Transfer or promotion to new position

21. © 2005 Prentice Hall Inc. All rights reserved.6–21 Key Terms negligent hiring reliability test validity criterion validity content validity expectancy chart interest inventory work samples work sampling technique management assessment center